SARCA National Security Personnel System (NSPS)

1
SARCANational Security Personnel System (NSPS)

• Mr. David C. Sims
• Director, Full Time Support
• Ms. Kim M. Meyer
• Mr. Jack J. Venza
• Transition Managers

2
Purpose

• Inform SARCA of NSPS milestones, challenges,
  and facts leading to decision to remove TPUs from
  DAC/MT rating scheme during the initial NSPS
  rating cycle.

3
NSPS Facts

• Spiral 2.2D organizations notified Oct 07
• Leadership/employees notified 18 Oct 07
• Conversion effective 17 Feb 08 for non bargaining
  unit employees (3300)
• Mandated suspense's
• Supervisor 2 Day Tng (85 1 Mar/100 1 Apr)
• Employee 1 Day Tng (85 1 Mar/100 1 Apr)
• Identify Transition Manager/Deputy (30 Aug)
• Nominations for NSPS T3 (30 Aug)
• Identify AGRs who rate MT/DAC (30 Aug)

4
NSPS Facts

• 65 training accomplished
• No response to AGR supervisors
• Conversion from GS to Pay Band/Pay Schedule will
  be complete 11 Feb 08
• Self Service Position Hierarchy (SSPH)
• Must complete training to populate
• Each command to build Hierarchy NLT 1 Feb 08
• Supervisor and employee personnel access thru
  MyBiz NLT 15 Feb 08

5
NSPS Facts

• Performance Management System aligns job
  objectives/results with mission/goals
• NLT 17 March 08
• Supervisors and employees determine and enter
  three or four individual job objectives by which
  they will be evaluated
• 13 page automated performance evaluation 3
  mandatory counseling sessions during rating cycle

6
PAY POOL

• NSPS Executive Steering Committee developing
  business rules
• ALL EVALUATIONS MUST BE COMPLETE AND SUBMITTED ON
  TIME OR THE EMPLOYEE WILL NOT RECEIVE PERFORMANCE
  PAYOUT!!!
• Pay Pools meet Nov Dec
• Supervisors must be available for questions
• Pay Pools determine Payout Distribution
• The employees performance payout Base Salary x
  Share Value x of Shares.
• Performance payout is given in the form of base
  salary increase, bonus or combination of the two.
  
• Share Value percentage of salary

7
Statement of the Problem

• Given the limited amount of time to complete
  mandatory supervisor training in our current
  operating environment, time associated with
  populating the SSPH, time associated with
  mandatory counseling requirements, and historical
  rates of late TPU OER/NCOERs should we consider
  removing TPUs from the initial rating cycle under
  the NSPS performance evaluation system?

8
NSPS Cycle
Performance management is an ongoing process that
occurs throughout the performance cycle. There
are 5 steps in the process
9
Performance Comparison

• Old -TAPES
• Ratings based on performance objectives
• Many performance cycles
• Rating scale 1 (top) to 5 (bottom)
• Most employee ratings are level 1 or 2 (Army 95
  were those levels in FY05)
• 120 day minimum rating period
• Senior rater approves ratings

• New - NSPS
• Ratings based on job objectives
• One cycle (1 Oct 30 Sep)
• Rating scale 5 (top) to 1 (bottom)
• Most employee ratings are anticipated to be level
  3 (valued performer)
• 90 day minimum rating period
• Pay Pool Manager approves ratings

10
NSPS Performance Cycle
Monitor Performance and Develop
Monitor Performance and Develop

• 16 Month Process
• 3 Mandatory Counseling Sessions
• 90-day minimum rating period
• 4th Counseling Required for Level-1 Ratings

11
Challenges

• Establishing the environment
• Communicating with workforce
• Training Supervisors/Employees
• Making pre-conversion decisions
• Applying new flexibilities
• Developing compensation philosophy
• Determining pay pool structure and business rules
• Reaping benefits of lessons learned

12
Discussion Conclusion

• DCG conference call with select GOs
• CXO conference call with select DMS/CXO
• Draft memo staffed with USARC DRUs
• Transformation GOSC discussion
• DCG conference call with select GOs
• Decision 26 Nov 07
• Beginning 17 February 2008, and as an interim
  change under NSPS, TPU Soldiers who supervise a
  MT or Army civilian employees will provide only
  letter input for the initial NSPS evaluations.

13
The Decision

• Beginning 17 February 2008, and as an
  interim change under NSPS, TPU Soldiers who
  supervise a MT or Army civilian employees will
  provide only letter input for the initial NSPS
  evaluations. Full Time Support (FTS) members
  within the rated individual's organization will
  evaluate performance. The period from 1 November
  2007 to 16 February 2008 will be considered
  non-rated time. As an exception, Commanders of
  USARC Direct Reporting Units (RRSCs, RRCs, and
  Training and Operational and Functional Commands)
  will continue to participate in the rating chain
  of their Chief of Staff (RRSCs), Deputy for
  Management Support (RRCs), and CXOs (Training and
  Operational and Functional Commands), as well as
  those the aforementioned positions rate, if the
  rater's tenure does not end prior to 30 September
  2008. If the raters tenure does end before 30
  September 2008, the designated official at the
  next level will serve as rater.

14

• QUESTIONS?

15
Environment

• Leaders set the tone
• Leaders address cultural change
• Leaders ensure clear communication
• Leaders establish an environment

16
Pay Pool Key Success Factors

• Pay Pool Meeting
• Discuss each employees performance at both the
  individual objective and summary rating levels
• Consult the rating officials when questions arise
  that the panel member cannot answer
• Have no pre-determined outcome or forced
  distribution of ratings
• Adhere to the NSPS performance indicators and
  contributing factor criteria
• Review overall result for balance

17
Effective Job Objective

• Increases awareness of how employee work supports
  overall departmental and organizational strategic
  initiatives and goals
• Align with salary
• Provide a useful guide to assess progress in
  meeting job objectives
• Serves as part of the basis for determining
  compensation at the end of the rating cycle
• Promote communication and shared understanding
  between employee and supervisor about what is
  important in your organization and what is
  expected of the workforce

18
Automated Tools

• Performance Appraisal Application
• Compensation Workbench
• Assists in the management, control, and
  distribution of NSPS performance payouts
• Available to pay pool panels
• Pay Pool Identifier Tool
• Identifies NSPS roles (pay pool panel members,
  managers, etc.)
• Inserts Pay Pool ID into employee records

19
Rating Levels for Job Objectives
20
NSPS Cycle - Plan

• Job Objectives What I Do
• An expression of performance expectations in the
  performance plan that capture what employees are
  expected to accomplish during the appraisal
  period.
• They draw a line of sight between their work and
  the organizations goals and focus on results.
• Between three to five job objectives that
  identify major responsibilities and describe
  expectations.
• Employee job objectives established by supervisor
  with employee input during the planning process.

21
NSPS Cycle Plan

• Contributing Factors or How I do it, are
  attributes and behaviors that are significant to
  the accomplishment of job objectives. There are
  seven contributing factors
• Determine which contributing factors are
  important for each objective
• At least one contributing factor is identified
  for each job objective

22
NSPS Cycle - Monitor

• Monitoring Performance
• NSPS promotes an environment of open, two-way
  communication between the employee and
  supervisor.
• Talk openly about current and future work goals
  and accomplishments, the employee will have a
  greater opportunity to excel and use his talents.
  
• Throughout the year, the employee and supervisor
  discuss overall performance.

23
NSPS Cycle - Developing

• Developing and Enhancing
• Employee skills are a critical component to
  success.
• Performance plan identifies employee development
  areas. 
• Employee and supervisor discuss training and
  development opportunities to enhance skills and
  added value to the organization. 
• Discuss mentoring and coaching programs, work
  details and reassignments, and professional and
  technical development opportunities.

24
NSPS Cycle - Rate

• Rating Performance
• Employee to play a role in the rating process by
  documenting what they accomplished and discuss
  these accomplishments with their supervisor.
• To rate performance, first, rate what was
  accomplished. Then evaluate how they did it.
• If the employee fails to deliver on what they
  were supposed to accomplish, how they
  accomplished it does not matter.

25
NSPS Cycle Reward (Step 1)

• The Rating Official has the responsibility to
  recommend to the higher level reviewer
• Rating of Record
• Number of Shares
• Payout Distribution
• Rating Officials will not inform the employee of
  shares and payout information

26
NSPS Cycle Reward (Step 2)

• Rating of Record The rating of record determines
  what the employee is eligible to receive (5)
  Role Model, (4) Exceeds Expectations, (3) Valued
  Performer, (2) Fair, (1) Unacceptable
• Performance Rating of 5 to 3
• Performance Based Pay
• Rate Range Adjustments
• Local Market Supplement Increases
• Performance Rating of 2
• Rate Range Adjustments
• Local Market Supplement Increases
• Performance Rating of 1
• No Increases

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NSPS Cycle Reward (Step 3)

• Number of Shares
• Valued Performer or higher is eligible for a
  performance payout.
• To determine performance value payout, assign
  shares based on rating
• Rating Shares
• 5 (Role Model) Shares 5 6
• 4 (Exceeds Expectations) Shares 3 4
• 3 (Valued Performer) Shares 1 2
• 2 (Fair) or 1 (Unacceptable) Shares 0

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NSPS Cycle Reward (Step 4)

• Payout Distribution
• The employees performance payout Base Salary x
  Share Value x of Shares.
• Performance payout is given in the form of base
  salary increase, bonus or combination of the two.
  
• Share Value percentage of salary.

29
NSPS Cycle Reward (Step 5)

• Pay Pool Panel
• The supervisor submits recommendations to the pay
  pool panel.
• In the pay pool process, the pay pool panel
  reviews recommended ratings of record, share
  assignments, and payout distributions.
• The pay pool panel is a group of managers and
  supervisors who manage the fund distribution and
  reconcile ratings across members of the pay pool.
• The pay pool panel may adjust ratings, share
  assignments, and payout distributions to ensure
  equity and consistency across the pay pool.